DAT, el día después…

DAT, por sus siglas en inglés (Day after tomorrow), resume un equipo de trabajo especializado en hacer frente a las contingencias del “día después”. [Más…] Contingencia puede definirse como un evento o suceso que ocurre en la mayoría de los casos en forma repentina o inesperada, y causa alteraciones en los patrones normales de vida o actividad humana.

Las contingencias pueden ser originadas por la manifestación de un fenómeno natural, o pueden ser ocasionadas por actividad humana o como consecuencia de una falla de carácter técnico.


Inspirados en el film homónimo “El día después de mañana”, donde el Armagedón desatado por un abrupto cambio climático, evidencia la experiencia de estar expuesto; de diversas formas; a situaciones traumáticas. Surge de inmediato un paralelo con diferentes situaciones en que las áreas de Recursos Humanos deben intervenir.

DAT, por sus siglas en inglés (Day after tomorrow), resume un equipo de trabajo especializado en hacer frente a las contingencias del “día después”. Leer más “DAT, el día después…”

Why the Old Recruiting Skills Are Dead, and Four Essential New Ones

There has never been a more challenging time to be a corporate recruiter. Hiring managers are very demanding and expect fast, personalized service by knowledgeable recruiters. Given the current unemployment rate and the perceived availability of talent, they may be unrealistic in what they expect. Nonetheless, they are the primary customer and need to be provided service at a high level. Candidates, too, are not what they used to be. The talented and highly in-demand candidates also want to be given fast, personalized service by an ethical and in-the-know recruiter.

All of this means that the skills that once defined a successful corporate recruiter are not sufficient. Indeed, those skills may even be detrimental to success.

A corporate recruiter has always had a different skill set than a recruiter working in an agency or as an independent. While agency recruiters have focused on building relationships (often in deep, vertical job families), on tapping into new sources of candidates, and on assessing candidates against a variety of criteria, the corporate recruiter has evolved three very different set of competencies over the years.

The first is the ability to facilitate hiring. These recruiters are adept at dealing with the corporate bureaucracy and legal issues. They are formidable navigators of the corporate landscape. They know every hill and valley, every bomb and sinkhole. These skills are unique to a particular company and do not transfer well. Recruiters with these competencies are most likely to have worked for the same firm for many years. Every bureaucracy has created people with these types of skills and could not function without them. The internal knowledge they have, and their ability to get things done in systems resistant to getting things done, makes them valuable, but only in that system. While this may seem as if it is practical and useful, the skills usually fail completely to help the recruiter navigate a talent-constrained marketplace, find the rare candidates, or convince them to work for the organization.


There has never been a more challenging time to be a corporate recruiter. Hiring managers are very demanding and expect fast, personalized service by knowledgeable recruiters. Given the current unemployment rate and the perceived availability of talent, they may be unrealistic in what they expect. Nonetheless, they are the primary customer and need to be provided service at a high level. Candidates, too, are not what they used to be. The talented and highly in-demand candidates also want to be given fast, personalized service by an ethical and in-the-know recruiter.

All of this means that the skills that once defined a successful corporate recruiter are not sufficient. Indeed, those skills may even be detrimental to success.

A corporate recruiter has always had a different skill set than a recruiter working in an agency or as an independent. While agency recruiters have focused on building relationships (often in deep, vertical job families), on tapping into new sources of candidates, and on assessing candidates against a variety of criteria, the corporate recruiter has evolved three very different set of competencies over the years.

The first is the ability to facilitate hiring. These recruiters are adept at dealing with the corporate bureaucracy and legal issues. They are formidable navigators of the corporate landscape. They know every hill and valley, every bomb and sinkhole. These skills are unique to a particular company and do not transfer well. Recruiters with these competencies are most likely to have worked for the same firm for many years. Every bureaucracy has created people with these types of skills and could not function without them. The internal knowledge they have, and their ability to get things done in systems resistant to getting things done, makes them valuable, but only in that system. While this may seem as if it is practical and useful, the skills usually fail completely to help the recruiter navigate a talent-constrained marketplace, find the rare candidates, or convince them to work for the organization. Leer más “Why the Old Recruiting Skills Are Dead, and Four Essential New Ones”

¿Cómo implementar un buen sistema de selección de personal?

Muchas decisiones de contratación se toman por factores subjetivos como “me gustó su cara” o “parecía una buena persona”. Sin embargo, para que el proceso sirva realmente a los objetivos de la empresa, es necesario un cuidadoso plan de contratación…

Por Alejo Canton | //materiabiz.com

Pocas áreas tienen un impacto más inmediato y duradero sobre las organizaciones que el reclutamiento y selección de los empleados. Sin embargo, muchas empresas toman decisiones de contratación sin un plan coherente. Y, en última instancia, esto deriva en la captación de empleados que no sirven a los objetivos de la empresa.

Para evitar esta situación, es necesario implementar un sistema de provisión de personal que ofrezca un patrón, un modelo y un proceso a quienes reclutan, eligen, entrevistan y contratan a los nuevos empleados.


Muchas decisiones de contratación se toman por factores subjetivos como “me gustó su cara” o “parecía una buena persona”. Sin embargo, para que el proceso sirva realmente a los objetivos de la empresa, es necesario un cuidadoso plan de contratación…
Por Alejo Canton | //materiabiz.com

Pocas áreas tienen un impacto más inmediato y duradero sobre las organizaciones que el reclutamiento y selección de los empleados. Sin embargo, muchas empresas toman decisiones de contratación sin un plan coherente. Y, en última instancia, esto deriva en la captación de empleados que no sirven a los objetivos de la empresa.

Para evitar esta situación, es necesario implementar un sistema de provisión de personal que ofrezca un patrón, un modelo y un proceso a quienes reclutan, eligen, entrevistan y contratan a los nuevos empleados. Leer más “¿Cómo implementar un buen sistema de selección de personal?”

How to Build a Killer Online Resume for Free

One of the emerging ways to put together a great resume is to use an online resume generator. Not only do you save time, but your productivity increases. This allows you to spend more time searching for work and less time putting together a resume that is attractive. Some of these services do charge a nominal fee, others are available to use free of charge. While it’s a good idea to keep your resume updated in terms of skills and experience, it’s also not a bad idea to freshen it up every once in a while. Below we’ve listed 6 services that allows you to build a killer online resume that gets you noticed – without you having to dip into your pocketbook.


By Mike Vardy | Website | Other Articles
//workawesome.com

How to Build a Killer Online Resume for Free

One of the emerging ways to put together a great resume is to use an online resume generator. Not only do you save time, but your productivity increases. This allows you to spend more time searching for work and less time putting together a resume that is attractive. Some of these services do charge a nominal fee, others are available to use free of charge. While it’s a good idea to keep your resume updated in terms of skills and experience, it’s also not a bad idea to freshen it up every once in a while. Below we’ve listed 6 services that allows you to build a killer online resume that gets you noticed – without you having to dip into your pocketbook.

CeeVee

CeeVee allows you to use a customizable and interchangeable theme for your resume (or résumé, as they call it) and then post it online to the public.  You can then save it as a PDF to use offline, or share it via Facebook and Twitter as well.  As with any service, you need to sign up to use it – but it conveniently allows you to login using your Facebook account to speed up the process – if you’re one of those who are comfortable with using that option. Leer más “How to Build a Killer Online Resume for Free”

Career Development Complaints Is a Warning Sign and an Invitation

Having a job almost three years into the recession is a type of security, which explains why 81 percent of the workers in the survey aren’t actively looking, though 51 percent of them see no career advancement where they are, and 43 percent believe they have to change jobs to move up.

Wise HR professionals should take these surveys as an early warning. Internal career advancement may be limited, but that doesn’t mean bosses should be overlooking opportunities to help their staff develop the skills they’ll need when openings do come up.

Two years ago, when Lake Research Partners asked about career development, 25 percent of the workers said their boss was “not providing guidance and opportunities necessary to advance.” Now, almost three times as many workers feel that way.

Besides being good business to have workers ready to step up, it can also help ward off recruiter raiding. If large numbers of workers are unhappy with their career development, and a big percentage feel they have to leave their company to grow, that’s fertile ground for recruiters. You can’t stop defections, but doing nothing will only make the best talent more receptive to other opportunities.


The Office's Michael ScottWhen CareerBuilder asked workers which TV bosses most reminded them of their own boss, it wasn’t much of a surprise to find American Idol‘s Simon Cowell and The Office‘s Michael Scott among the top ten.

But Judge Judy? Oprah?

I don’t suppose most of us think of Cowell, Judge Judy or Oprah as TV bosses, even if bossy and opinionated and judgmental fit two of the three. But hey, this is CareerBuilder’s gig and it’s just for fun anyway.

Oprah made the list because she reminded at least some of the almost 4,500 poll takers of their boss. “Very influential and informative,” CareerBuilder called her. The job board applied another “i” word to Cowell: “insulting.” Michael Scott got his own “i” word: “idiotic.” Judge Judy was “no nonsense and fair.”

There was a serious side to the online survey. Workers were asked their opinion of their boss’ skills and management qualities. The biggest shortcoming, identified by 61 percent of the participants, was in career development. They didn’t feel the boss was doing a good job preparing them to advance in the company. Leer más “Career Development Complaints Is a Warning Sign and an Invitation”

¿Existe la igualdad entre hombres y mujeres en el mercado laboral?

Así lo constató Mariana, una profesional que encontró frenos a la hora de escalar posiciones en la empresa en la que se desempeñaba. “En algunas organizaciones ni siquiera teniendo una carrera universitaria y estudios de posgrado se tienen las mismas oportunidades que un hombre. Algunos piensan que una mujer puede ser sólo secretaria. Mi jefe mi dijo una vez ¿Project Manager? Lo tenés complicado siendo mujer y de estatura media. Creo que hay empresas muy machistas, que quieren aparentar no serlo contratando muchas mujeres, pero impidiéndoles llegar a posiciones importantes”.

Para Estela Díaz, coordinadora del Cemyt, “cambiar la situación actual se vuelve difícil porque la discriminación es “de hecho y no de derecho”, y no existe ninguna prohibición legal para que ese sector no pueda ocupar puestos ejecutivos o de mayor jerarquía.

Esa subordinación, opina, se debe a factores culturales. “La desigualdad entre los sexos está presente como factor que estructura las relaciones de producción y la división del trabajo”, afirmó y explicó que las mujeres siguen siendo hoy quienes mayoritariamente se hacen cargo del hogar y del cuidado familiar.


Pese a que creció la tasa de mano de obra femenina, ellas suelen encontrarse con dificultades; la opinión de especialistas y testimonios en primera persona

¿Existe la igualdad entre hombres y mujeres en el mercado laboral?

Foto: Archivo

Por Valeria Vera
De la redacción de lanacion.com
vvera@lanacion.com.ar
@verava

“Cuando tenía 23 años sufrí el acoso de uno de los integrantes de la empresa donde trabajaba. El tenía una jerarquía superior a la mía, pero no era mi jefe. Como no le daba cabida, hizo lo imposible para que me fuera. Después, ya con hijos, me costó conseguir empleo, pese a que mi currículum era impecable. Ahora, mi problema es la edad. Estoy pasando los 50 y todos quieren personal más joven. Es un país machista. Por suerte, no estamos en ninguno de esos lugares donde la mujer es un cero al as, aunque siento que para muchos seguimos siendo ciudadanas de segunda”.

El caso de Susana, cuyo verdadero nombre se mantiene en el anonimato, refleja uno de los tantos ejemplos de las dificultades que encuentran las mujeres en el mercado laboral, a pesar de que cada vez ocupan más puestos en las oficinas.

Parecen postales de otro siglo, pero el acoso sexual, los techos estipulados para ascender en el escalafón, la feminización de algunas profesiones (la docencia y la enfermería, entre otras) y el desequilibrio remunerativo con relación a los hombres son algunas de las formas actuales que adquiere la discriminación contra la mujer en los espacios laborales. En la Argentina, coinciden los especialistas, las diferencias ligadas al sexo y los frenos para ocupar cargos altos siguen en escena.

Según un informe de 2010 de la Organización Internacional del Trabajo (OIT), la tasa de actividad de la mano de obra femenina aumentó de 50,2 a 51,7 % entre 1980 y 2008. La región donde se registró mayor crecimiento fue precisamente América latina y el Caribe. Sin embargo, según el mismo estudio, existen tres áreas en las que todavía persisten desequilibrios en materia de igualdad de género en este ámbito:

En primer lugar, casi la mitad (48,4%) de la población femenina con más de 15 años permanece económicamente inactiva, comparado con el 22,3 % de los hombres. En algunas regiones, todavía hay menos de 4 mujeres económicamente activas por cada 10 hombres activos. En segundo lugar, aquellas que quieren trabajar tienen más dificultades que los varones a la hora de encontrar empleo. Por último, cuando las mujeres encuentran trabajo reciben menores salarios y beneficios que los del sexo opuesto en posiciones similares.

De hecho, el último mapa económico de empresas en la Argentina, elaborado en 2007 por FIEL (Fundación de Investigaciones Económicas Latinoamericanas), reveló que sólo el 21% de ese sector tiene acceso a niveles gerenciales.

De acuerdo con los datos provistos por el Centro de Estudios de Mujeres y Trabajo en la Argentina (Cemyt), la tasa de actividad de los varones en el país corresponde al 74%, mientras que la del sector femenino ronda el 48%. En este último caso, el desempleo alcanza el 10,5%, cuando los hombres lograron bajarlo a un dígito, cercano al 9%. Leer más “¿Existe la igualdad entre hombres y mujeres en el mercado laboral?”

Should You Search Social Media Sites for Job Candidate Information?

Social media is becoming a great way for recruiters to announce job openings and find qualified candidates. The conversational nature of social media allows you to interact with potential applicants and learn more about their professional backgrounds, experiences, and goals. That being said, it also opens the door to learning a lot about applicants that you might not discover during a traditional interview.

Which begs the question: If a candidate applies and you don’t know a lot about them, should you do a little detective work via social media?

We talked to recruiting and legal experts about when it is and is not appropriate to search social sites for job candidates. Here are some pointers on why and when to turn to social media for applicant information.
Understand the Purpose of Your Search…


Sharlyn Lauby

This post originally appeared on the American Express OPEN Forum, where Mashable regularly contributes articles about leveraging social media and technology in small business.

Social media is becoming a great way for recruiters to announce job openings and find qualified candidates. The conversational nature of social media allows you to interact with potential applicants and learn more about their professional backgrounds, experiences, and goals. That being said, it also opens the door to learning a lot about applicants that you might not discover during a traditional interview.

Which begs the question: If a candidate applies and you don’t know a lot about them, should you do a little detective work via social media?

We talked to recruiting and legal experts about when it is and is not appropriate to search social sites for job candidates. Here are some pointers on why and when to turn to social media for applicant information.


Understand the Purpose of Your Search… Leer más “Should You Search Social Media Sites for Job Candidate Information?”

Se consolida la demanda ejecutiva en el segundo semestre

Durante el segundo trimestre de este año, se registró un aumento de 45%, respecto del mismo período del año anterior. Sin embargo, los primeros tres meses de 2010 fueron aun mejores.

El segundo trimestre marcó un aumento de nada menos que el 45% en la demanda ejecutiva, con respecto al mismo período del 2009. Sin embargo, se registró una pequeña desaceleración en el ritmo de búsqueda de ejecutivos observado a fin del año pasado y principio del actual, tal como revela el IDE (Indice de Demanda Ejecutiva) que elaboran 45 consultoras de Recursos Humanos, agrupadas en el Portal RH. De hecho, la caída respecto al trimestre anterior alcanzó el 16%, según este estudio.


Durante el segundo trimestre de este año, se registró un aumento de 45%, respecto del mismo período del año anterior. Sin embargo, los primeros tres meses de 2010 fueron aun mejores.

El segundo trimestre marcó un aumento de nada menos que el 45% en la demanda ejecutiva, con respecto al mismo período del 2009. Sin embargo, se registró una pequeña desaceleración en el ritmo de búsqueda de ejecutivos observado a fin del año pasado y principio del actual, tal como revela el IDE (Indice de Demanda Ejecutiva) que elaboran 45 consultoras de Recursos Humanos, agrupadas en el Portal RH. De hecho, la caída respecto al trimestre anterior alcanzó el 16%, según este estudio.

La evolución del IDE se presenta en un contexto de fuerte recuperación de la actividad económica argentina. Según datos oficiales, en el primer trimestre de 2010, el PBI creció 6,8% respecto de igual período del año anterior, sustentado en un aumento de 7,3% en el consumo y de 13,1% en la inversión. Este último, motorizado por la inversión en equipos durables de producción que alcanzó al 26%. Leer más “Se consolida la demanda ejecutiva en el segundo semestre”

Claves para conocer al CIO del futuro

Punto de confluencia entre el mundo de la tecnología y el de los negocios, el Chief Information Officer está siempre en el ojo de la tormenta. Hoy, esas exigencias se encuentran en un punto de inflexión. ¿Qué clase de laberintos debe sortear este ejecutivo para seguir vigente en las decisiones vitales de la compañía? Seis CIOs se animan a responder.

>> por Leandro Piñeiro

Cuando las organizaciones comenzaron a necesitar de un líder para afrontar los nuevos e cambios generados por la inevitable irrupción de la tecnología en su ecosistema de negocios se conformó el marco ideal para que el Chief Information Officers entrara en escena y marcara un giro en la estructura y filosofía empresarial. Como es sabido, en la actualidad, el éxito o fracaso de una organización -cualquiera sea su rubro- depende por un lado de la capacidad de este particular ejecutivo para adaptarse a tales cambios, a veces sobre la marcha y, por el otro, a su ímpetu por querer estar siempre más actualizado que el resto y saber leer y anticipar las tendencias tecnológicas que se avecinan.


Punto de confluencia entre el mundo de la tecnología y el de los negocios, el Chief Information Officer está siempre en el ojo de la tormenta. Hoy, esas exigencias se encuentran en un punto de inflexión. ¿Qué clase de laberintos debe sortear este ejecutivo para seguir vigente en las decisiones vitales de la compañía? Seis CIOs se animan a responder.

>> por Leandro Piñeiro

Cuando las organizaciones comenzaron a necesitar de un líder para afrontar los nuevos e cambios generados por la inevitable irrupción de la tecnología en su ecosistema de negocios se conformó el marco ideal para que el Chief Information Officers entrara en escena y marcara un giro en la estructura y filosofía empresarial. Como es sabido, en la actualidad, el éxito o fracaso de una organización -cualquiera sea su rubro- depende por un lado de la capacidad de este particular ejecutivo para adaptarse a tales cambios, a veces sobre la marcha y, por el otro, a su ímpetu por querer estar siempre más actualizado que el resto y saber leer y anticipar las tendencias tecnológicas que se avecinan. Leer más “Claves para conocer al CIO del futuro”

Prepping Candidates and Taming Hiring Managers

Most candidates — even high-level executives — need to be prepped before the interview. The reason for this is obvious: they all think they’re great interviewees. Most aren’t. Making matters worse, the hiring managers they’ll be meeting think they’re endowed with some special instinct that allows them to accurately assess candidate competency. Most aren’t.

Since I don’t like to present great candidates who get inadvertently excluded for dumb reasons, I need to prep both my hiring manager clients and my candidates to increase the likelihood the candidates are appropriately and accurately evaluated. This way I don’t have to do searches over again and rely on luck to make placements.

To be taken seriously on this point I had to write a book: Hire With Your Head. Basically it describes a process on how to get hiring managers and candidates on the same page. From the hiring manager’s perspective, it’s describing the work as a series of performance objectives required for on-the-job success. (I refer to these as performance profiles.) From the candidate’s perspective, it’s having them describe a comparable accomplishment for each performance objective. For example, let’s assume the job required the new product marketing manager to develop and launch 25 new iPad apps over the course of the next year. During the interview you’d ask the candidate to describe in detail some comparable product-marketing-related accomplishment. I suggest spending 10-15 minutes getting lots of details for each accomplishment. (Here’s my one-question interview article I wrote for ERE in 2001 on how to do this.) These performance objectives can be split among the hiring team; then, during the collective debrief, the team can rank the candidate on how well the accomplishments compare.

At least that’s the theory. In the field other things happen to mess up this plan.


Photograph taken during the California rodeo, Salinas, 2006 edition Copyright © 2006 David MonniauxMost candidates — even high-level executives — need to be prepped before the interview. The reason for this is obvious: they all think they’re great interviewees. Most aren’t. Making matters worse, the hiring managers they’ll be meeting think they’re endowed with some special instinct that allows them to accurately assess candidate competency. Most aren’t.

Since I don’t like to present great candidates who get inadvertently excluded for dumb reasons, I need to prep both my hiring manager clients and my candidates to increase the likelihood the candidates are appropriately and accurately evaluated. This way I don’t have to do searches over again and rely on luck to make placements.

To be taken seriously on this point I had to write a book: Hire With Your Head. Basically it describes a process on how to get hiring managers and candidates on the same page. From the hiring manager’s perspective, it’s describing the work as a series of performance objectives required for on-the-job success. (I refer to these as performance profiles.) From the candidate’s perspective, it’s having them describe a comparable accomplishment for each performance objective. For example, let’s assume the job required the new product marketing manager to develop and launch 25 new iPad apps over the course of the next year. During the interview you’d ask the candidate to describe in detail some comparable product-marketing-related accomplishment. I suggest spending 10-15 minutes getting lots of details for each accomplishment. (Here’s my one-question interview article I wrote for ERE in 2001 on how to do this.) These performance objectives can be split among the hiring team; then, during the collective debrief, the team can rank the candidate on how well the accomplishments compare.

At least that’s the theory. In the field other things happen to mess up this plan. Leer más “Prepping Candidates and Taming Hiring Managers”

How to identify competent (and incompetent) managers

Effective managers do more than just supervise employees: they take responsibility for ensuring that an individual succeeds, and that the team, department or business unit achieves expected results.

The most productive companies provide their managers with the information and tools they need to understand the capabilities and styles of their teams. This gives managers a solid foundation for more effective coaching relationships.

Over the years we have identified eight signs of incompetent managers:

1. Poor communication skills

2. Weak leadership capabilities

3. Inability or unwillingness to adapt to change

4. Poor relationship-building skills

5. Ineffective task management

6. Poor productivity

7. Poor development of others

8. Neglectful of own personal development

Sound familiar? Let’s take a look at each of the signs in detail.


By Martin Goodwill, managing director of employment testing service, Profiles International

Effective managers do more than just supervise employees: they take responsibility for ensuring that an individual succeeds, and that the team, department or business unit achieves expected results.

The most productive companies provide their managers with the information and tools they need to understand the capabilities and styles of their teams. This gives managers a solid foundation for more effective coaching relationships.

Over the years we have identified eight signs of incompetent managers: Leer más “How to identify competent (and incompetent) managers”

Your Resume Is Boring — And How to Increase Your Career Opportunities

If you are wondering why you aren’t called in to interview for great job opportunities, it’s undoubtedly because your resume is not “powerful,” and significantly undersells your abilities and experience. Having worked with major corporations on the design of their hiring and resume screening processes, I can attest that nearly all applicants fail to adequately highlight themselves in a way that increases their chances of being selected for further evaluation. While you may actually be a very good fit for the roles and the organizations to which you have applied, chances are that your boring resume doesn’t instill that perception in the 15-20 seconds that those charged with screening resumes typically spend per applicant.

Even if you are not currently seeking a new role, failing to adequately highlight your achievements is a weakness that can impact you throughout your career. When it comes to performance appraisal, promotion consideration, and even day-to-day work assignment, learning how to influence the perception of you as a performer is key to ensuring that your career reaches the heights you desire.

Over a decade ago, Fast Company magazine dubbed me the “Michael Jordan of hiring,” so if you want to have a resume as powerful and effective as Michael Jordan’s actually is, consider each of the checklist items that follow.


If you are wondering why you aren’t called in to interview for great job opportunities, it’s undoubtedly because your resume is not “powerful,” and significantly undersells your abilities and experience. Having worked with major corporations on the design of their hiring and resume screening processes, I can attest that nearly all applicants fail to adequately highlight themselves in a way that increases their chances of being selected for further evaluation. While you may actually be a very good fit for the roles and the organizations to which you have applied, chances are that your boring resume doesn’t instill that perception in the 15-20 seconds that those charged with screening resumes typically spend per applicant.

Even if you are not currently seeking a new role, failing to adequately highlight your achievements is a weakness that can impact you throughout your career. When it comes to performance appraisal, promotion consideration, and even day-to-day work assignment, learning how to influence the perception of you as a performer is key to ensuring that your career reaches the heights you desire.

Over a decade ago, Fast Company magazine dubbed me the “Michael Jordan of hiring,” so if you want to have a resume as powerful and effective as Michael Jordan’s actually is, consider each of the checklist items that follow. Leer más “Your Resume Is Boring — And How to Increase Your Career Opportunities”

Recruiting is more fun than you think

Twenty years ago, you could embellish your resume or list of professional qualifications more or less with impunity – no one would bother to take the time to find out whether you were, in fact, the president of your university newspaper or a keynote speaker at an industry conference a couple of years ago.

These days, recruiters and potential employers can check all this info by spending less than 5 minutes Googling. So if your company website lists you as ‘Marketing Coordinator’, don’t give yourself a more senior title (like ‘Marketing Director’) on your social media channels – I guarantee that you’ll be found out faster than you think.


I like recruiting and branding.
Sometimes in that order, sometimes not.

7 ways to ensure social media isn’t ruining your job hunt

posted by Sarah WelsteadFACT: More than 90% of recruiters say that social media is now their first resource when they’re looking for candidates to fill a role.

WHAT THIS MEANS FOR YOU: No matter what stage you’re at in your career, what industry you work in, and what job title you have, social media is going to be a big factor in finding – and landing! – your next new job.

There’s no such thing as not being in the job market… (let’s see >>) Leer más “Recruiting is more fun than you think”

Dime cómo eres y te diré cómo trabajar en equipo

El trabajo en equipo es fundamental para obtener resultados en cualquier organización. ¿Cómo deben relacionarse las aptitudes y actitudes de los miembros? ¿Cuál es la mejor dinámica de trabajo? En definitiva, ¿cómo obtener resultados?
De IESE Insight para MATERIABIZ

“Más vale solo que mal acompañado”, dice el refrán. ¿Quién no ha experimentado la frustración de creerse en un equipo y encontrarse solo ante el desempeño de una tarea que requiere de más cabezas y manos?

O al contrario, ¿quién no ha experimentado la frustración de necesitar mayor autonomía en el desempeño de su tarea dentro del equipo y encontrarse con que todos desean opinar y entrometerse en su realización?

Aunque todos creemos saber en qué consiste el trabajo en equipo, la realidad es que muchas veces éste se convierte en una “suma de individualidades que trabajan en compañía”, o en un “patio de colegio”.


El trabajo en equipo es fundamental para obtener resultados en cualquier organización. ¿Cómo deben relacionarse las aptitudes y actitudes de los miembros? ¿Cuál es la mejor dinámica de trabajo? En definitiva, ¿cómo obtener resultados?
De IESE Insight para MATERIABIZ

“Más vale solo que mal acompañado”, dice el refrán. ¿Quién no ha experimentado la frustración de creerse en un equipo y encontrarse solo ante el desempeño de una tarea que requiere de más cabezas y manos?

O al contrario, ¿quién no ha experimentado la frustración de necesitar mayor autonomía en el desempeño de su tarea dentro del equipo y encontrarse con que todos desean opinar y entrometerse en su realización?

Aunque todos creemos saber en qué consiste el trabajo en equipo, la realidad es que muchas veces éste se convierte en una “suma de individualidades que trabajan en compañía”, o en un “patio de colegio”. Leer más “Dime cómo eres y te diré cómo trabajar en equipo”

You and Your Rockstar Resume

I admit that I have spent way too much time trying to find the “best post” for today, and after a long weekend, I am feeling overwhelmed by all my choices and ideas. So, I’m finally done talking, and have chosen to write about two alternative resume formats including a “Social Resume” and VisualCV – both are online tools aimed at helping candidates tell their best story through personal branding. These shouldn’t replace your “old school” resume format, but they may provide additional networking opportunities:

The Social Resume: Our friends at the Brazen Careerist Network launched a new platform this past March, aimed specifically at Generation Y’ers (those born after 1978). This tool is intended to get conversation started online in “real time” and bring the younger set to the forefront of ideas, strategy and thought. If you’re an entry to mid-level career person, this site is for you. The Social Resume is a one-of-a-kind, interactive showcase of your top ideas from around the web. According to Brazen, “this online tool provides a place to organize your thoughts and ideas so that employers, colleagues and friends don’t forget just how smart your really are.” Geared to the post 1978 crowd, the Brazen Careerist site attracts recruiters to its site as thousands of potential employees showcase their potential, strategic thinking and online branding effort.


I admit that I have spent way too much time trying to find the “best post” for today, and after a long weekend, I am feeling overwhelmed by all my choices and ideas.  So, I’m finally done talking, and have chosen to write about two alternative resume formats including  a “Social Resume” and VisualCV – both are online tools aimed at helping candidates tell their best story through personal branding.  These shouldn’t replace your “old school” resume format, but they may provide additional networking opportunities:

The Social Resume: Our friends at the Brazen Careerist Network launched a new platform this past March, aimed specifically at Generation Y‘ers (those born after 1978). This tool is intended to get conversation started online in “real time” and bring the younger set to the forefront of ideas, strategy and thought. If you’re an entry to mid-level career person, this site is for you. The Social Resume is a one-of-a-kind, interactive showcase of your top ideas from around the web. According to Brazen, “this online tool provides a place to organize your thoughts and ideas so that employers, colleagues and friends don’t forget just how smart your really are.”  Geared to the post 1978 crowd, the Brazen Careerist site attracts recruiters to its site as thousands of potential employees showcase their potential, strategic thinking and online branding effort. Leer más “You and Your Rockstar Resume”